Enterprise Content Management Requirements and …

ADANAC FINANCIAL INC.

ENTERPRISE CONTENT MANAGEMENT REQUIREMENTS AND RECOMMENDATIONS

+1 (289) 290-4337 www.precisioncontent.com

http://www.precisioncontent.com/

Enterprise Content Management Requirements and Recommendations iii

Table of Contents

Enterprise content management requirements and recommendations .................................................................. 1 ECM program strategy ................................................................................................................................................................. 2 Information governance strategy ................................................................................................................................................ 4

Information governance goals and objectives ..................................................................................................................... 4 Information governance roles and responsibilities .............................................................................................................. 6 Information governance structure ....................................................................................................................................... 7

Current governance model............................................................................................................................................ 8 Federated model ........................................................................................................................................................... 9 Matrix model ............................................................................................................................................................... 10 Centralized model ....................................................................................................................................................... 12 Information governance structure considerations ...................................................................................................... 13 Interim information governance structure ................................................................................................................. 14

Information governance policy and procedure development ............................................................................................ 14 Measuring information governance ................................................................................................................................... 15

Maturity models .......................................................................................................................................................... 16 Technology support for information governance ............................................................................................................... 23

Information governance policy and procedure development ................................................................................................... 24 ECM business requirements ...................................................................................................................................................... 25

Privacy requirements.......................................................................................................................................................... 25 Audit requirements ............................................................................................................................................................ 26 Content management technology assessment .................................................................................................................. 28 Gartner Magic Quadrant .................................................................................................................................................... 29 Forrester Wave TM Enterprise Content Management ......................................................................................................... 32 Technology requirements ................................................................................................................................................... 34 Technology options ............................................................................................................................................................. 36

Hyland OnBase ............................................................................................................................................................ 36 OpenText .......................................................................................................................................................................................38 Alfresco ........................................................................................................................................................................ 39 Hewlett Packard .......................................................................................................................................................... 40 Newgen Software ........................................................................................................................................................ 41 Microsoft SharePoint................................................................................................................................................... 42 Doxim ECM .................................................................................................................................................................. 44

Interim technology solution recommendation .................................................................................................................. 44 Pros and cons of adding content to the current intranet ............................................................................................ 46 Pros and cons of procuring a SharePoint solution ...................................................................................................... 46

ECM program roadmap ............................................................................................................................................................. 48 References ................................................................................................................................................................................. 51

Enterprise content management requirements and recommendations -1

Adanac Financial Inc.

Enterprise content management requirements and recommendations

Description The purpose of this report is to understand the current state of information development and management at Adanac Financial Inc. and to provide recommendations for a formal Enterprise Content Management (ECM) roadmap for Adanac Financial Inc.

Workshop participants We met with the following stakeholders on February xth and xth, 2015 to gather information regarding the current information development and management practices.

Jim Smith

Diana Brooke

Randy Chow

Janice Hanna

Kevin Berger

Amy Pepper

Mike Krishnamurthy

Sherice Sharara

Joanne MacMillan

-2 Enterprise content management requirements and recommendations

Adanac Financial Inc. May 1, 2015

ECM program strategy

Description

ECM implementation strategy

ECM implementation steps

The goal of this ECM report is to provide Adanac with the process and guidelines to evaluate, categorize and maintain corporate information.

This figure illustrates the high level steps to implement an ECM solution at Adanac.

The following are the high level steps to implement an ECM solution in an environment with information governance.

Select a governance structure

The first step in implementing an effective ECM solution is to select a governance structure. The governance structure will determine the stakeholders and decision makers and outline their responsibilities. Selecting the right governance structure for Adanac is important for communicating standards and rules to all the groups in the organization. There must be top down governance for ECM to work.

Define information requirements and analyze content

Information requirements must be established to determine whether current content needs to be migrated, archived or destroyed. Information requirements also help determine content ownership as well as the future location of information.


May 1, 2015 Adanac Financial Inc.

Define content classification and lifecycle rules

Content classification and lifecycle rules are established as part of corporate policy to ensure that business requirements are met. This also includes identifying authorized representatives to define the policies and procedures to create, modify or delete content.

Select and configure technology to support information requirements

The technology selected to house corporate information is determined by the information requirements and the capacity to support the content lifecycle that the information governance committee has determined. The configuration of the technology will assist in the findability, usability and security of corporate information.

Migrate or retire content according to information governance rules

Current content must be analyzed to determine if it is accurate and relevant. Content that needs to be migrated must be assigned an owner. Identifying content that should be archived or removed will reduce the time and effort to migrate to a new content management system.

Educate staff and launch new content management system

Adanac must account for change management of a new content management system (CMS) and communicating new information guidelines for staff. Training must be delivered in order for staff to effectively access content and perform their jobs.

Provide ongoing education and performing information audits

Once content standards and information rules have been communicated, it is important to validate that the rules work and make any necessary adjustments. This could be a change to the information lifecycle, or a change to the content management system, to support business requirements that may not have been accounted for.

Assess the environment based on new business requirements

Business needs and technology will continue to evolve. Once the CMS is in place it is important to continue to investigate new technologies and how they might be implemented in the solution.



Information governance strategy

Description

Strategy

Strategy inputs

The governance strategy is intended to provide Adanac Financial Inc. with recommendations for a corporate structure and methodology for organizing and maintaining information.

The information governance strategy includes the following topics

Information governance goals and objectives

Information governance roles and responsibilities

Information governance structure

Information governance policy and procedure development

Measuring information governance

Technology support for information governance

The following criteria will impact the development of the strategy

Organizational decision making processes

Stakeholders who are responsible for the decisions

Outline of requirements to document decisions made for the organization

Information governance goals and objectives

Description

Information governance goals

Information governance requires a formal structure to define information requirements, owners and information lifecycle.

The following goals are in scope for Adanac to assess and develop as part of an information governance strategy

establish a consistent department structure

document roles and responsibilities

determine a consistent “Intake model” for changes, including risk-based weighting

assign content owners for all content

establish a consistent review and approval process, and

ensure there is a consistent communication processes for new and revised content (including training).



Establish a consistent department structure for managing information

As part of information governance it is important to establish a consistent department structure. This does not mean that departments need to be reorganized, it means that each department has a role to play in information governance. Staff must be made aware of the rules and processes that they must adhere to. This is an extension of understanding FINTRAC and PEPIDA requirements. These are rules dictated by external entities. The information governance rules we are referring to supplement and enforce business requirements.

Document roles and responsibilities

As information governance roles and responsibilities are developed they need to be documented as part of Adanac's information governance plan. These roles and responsibilities should be included in job descriptions as well as annual goals for employees. This is not a one-time investment and needs to be at the forefront of people's minds as you prepare your content for a more mature ECM environment that is dependent on your core business information.

Determine a consistent intake model

The intake model ensures that information is controlled and reviewed before creating and distributing. The intake model will not only address the need for the information but also evaluate

does the information exist already

who needs to approve the information

where should the information be stored, and

how to communicate new or revised information.

Assign content owners for all content

Content must have an owner to ensure that users are accessing approved information sources. By identifying an owner and a location for all approved company content, Adanac will be able to control new content and updates, as well as prepare the content management system to integrate with an ECM solution. Content owners are responsible for determining the relevancy of the information they own. Owners are also responsible for assessing the impact of business process changes on the information they own.

Establish a consistent review and approval process

A consistent review and approval process will ensure that all content owners are aware of changes, and that any information that impacts content they own will be updated, reviewed and approved before being disseminated to users.



Consistent communication processes

Once content is approved the information governance model and content owners need to establish the methods to communicate changes and new content. These methods may vary. For instance, if it is a small change to a procedure you might decided to post an update to the intranet; but staff must be informed that they are required to look for daily updates. If it is a larger change, then training may need to be created such as a job aid or a self-paced webinar. Because the governance committee consists of representatives from all groups they are responsible for ensuring that content is updated and that people impacted by the changes are made aware in the most effective way possible.

Information governance roles and responsibilities

Description

Roles and responsibilities of the governance council

Roles and responsibilities of the knowledge manager

The roles and responsibilities for each role in the information governance process are impacted by the model selected.

The governance council consists of the executive management team. The council is responsible for defining the objectives and strategy of the organization. The council

identifies ownership of new projects

prioritizes projects, and

assesses the impact on the organization.

The knowledge manager is responsible for the execution of the organizational strategy set forth by the governance council. The knowledge manager

reports directly to CEO, indirectly to VPs

develops and maintains governance rules for developing, storing, classifying content

investigates future information technology requirements and presents recommendations to the council

acts as the gatekeeper for internal information dissemination

develops a strategy for records management and archiving, and

performs routine information audits on the content management system.



Roles and responsibilities of the information developer

The information developer is responsible for

applying and monitoring information governance guidelines

staying current with tools training and content standards

ensuring information development lifecycle is followed (intake, validation, dissemination of information)

participating in content migration and classification, and

working closely with training to develop content.

Information governance structure

Description

Organizational models

The information governance structure selected will determine the rules, roles, and responsibilities of Adanac employees in managing corporate information.

Three typical organizational models are presented

Federated model

Matrix model

Centralized model



Current governance model

Description

Current structure

State of the current structure

The current governance model was developed to support the management of Adanac policies and procedures.

This figure illustrates the current reporting structure for policies and procedures development.

The current structure for managing content is a temporary solution with temporary resources. To govern Adanac content at the organizational level a dedicated team and formal structure must be in place to scale this effort. The current structure

works for initial policies and procedures development

does not address content maintenance post-launch

does not account for migrating content from the W drive or the intranet, and

lacks a long term plan for content standards and storage.



Federated model

Description

Federated model

Federated model reporting structure

The Federated model consists of information developers reporting directly to each department and indirectly to a knowledge management department.

In the federated model scenario, the following would be enacted:

Combine groups currently maintaining procedures within each department into one central entity per department, focusing on procedure development for all of the department needs.

Create one consistent reporting structure per department.

Each department information developer reports dotted line to a manager responsible for knowledge man agent located reporting directly to the CEO and indirectly to the VPs of each department.

Procedures governance role responsibility includes methodology conformity, quality assurance and auditing.

Information developers are physically located within the department.

Create a venue for inter-department collaboration on procedures and approaches to procedure development.

This figure illustrates the reporting structure in a federated model.



Pros and cons of federated model

The following are some of the pros and cons of the federated model

Pros

Information developers are very familiar with content in their department

Closer business contact with content experts

Better view of cross-organization procedure development. breakdown silos

Cons

Implied knowledge may lead to certain key information not included in content

Potential confusion as to accountability in the reporting structure for information developers

Matrix model

Description

Matrix Model

The matrix model consists of information developers reporting directly to the knowledge management department and indirectly to each department.

In the Matrix model, the following would be enacted:

Centralize the maintenance of all procedures within each department into one central entity per department, focusing on procedure development for all of the department needs.

Create a matrix reporting structure with information developers reporting solid line into a manager responsible for knowledge management located under the CEO and dotted line to each department.

Procedures governance role responsibility includes methodology conformity, QA and auditing.

Information developers are physically located within the department.

Create a venue for inter-department collaboration on procedures and approaches to procedure development.



Matrix model reporting structure

Pros and cons of a matrix model

This figure illustrates the matrix model reporting structure.

The following are some of the pros and cons of the matrix model

Pros

Ability to provide higher degree of consistency in processes

Corporate identification of priorities

Improved end to end vision on cross-department impacts of procedure changes

Enhanced ability to maintain post-implementation consistency of process

Higher fulfillment of “Single source of truth”

Cons

Potential confusion as to accountability in the reporting structure for information developers

Harder to implement, higher change management impact



Centralized model

Description

Centralized Model

Centralized model reporting structure

The centralized model consists of information developers reporting directly to the knowledge management department.

In the centralized model scenario, the following would be enacted:

Centralize the maintenance of all procedures within each department into one central entity per line of business, focusing on procedure development for all of the department needs.

Create a direct reporting structure for all information developers under the Knowledge Manager.

Focus skill development on information developers with generic knowledge, able to serve any of the lines of business – fewer SME-specific skills, higher acumen in developing procedures based on business requirements.

Procedures department provides service to the business as a shared service model.

This figure illustrates the centralized model reporting structure.



Pros and cons of a centralized model

The following are some of the pros and cons of the centralized model

Pros

Highest fulfillment of “Single source of truth”

Ability to provide the highest degree of consistency in processes

Corporate identification of priorities

Best end-to-end vision on cross-department impacts of procedure changes

Cons

Greater reliance on departments to provide SME knowledge

Potential conflicts in corporate priorities versus department

Diminished control of resources at the department level

Information governance structure considerations

Description

Centralized model

Matrix and federated models

As Adanac selects an information governance structure for the organization, it is important to consider not only the policy and procedures initiative, but all of the long term goals and information in the organization that needs to be analyzed, classified and migrated. The model selected will be key to completing the larger initiative.

The centralized model is the model we would recommend for the initial large task of analyzing and migrating content to a new environment because there is

a fully dedicated team to maintain and create content

an investment in reworking policies in procedures is maintained, and

a team of dedicated staff to help enforce information governance in its infancy.

The matrix and federated models would allow Adanac to cross-train employees in each department and may be easier for Adanac to implement. The advantages to this model are

embedded staff who are close to content and SMEs, and

the possibility to split tasks and create redundancy for information developer responsibilities in each department.



Interim information governance structure

Description

Maintaining and evolving current structure

Skill set

Ownership

If Adanac is not prepared to implement one of the proposed models at this time due to budgetary or personnel restrictions we would recommend this interim strategy as a solution while planning for a long term model.

We recommend making the following changes if the organizational structure is maintained

centralize content development and management functions

consolidate training with procedure development functions, and

consolidate corporate communications.

We recommend that the following skill sets be developed internally to support information governance and advance the selection and implementation of an ECM.

Knowledge of regulatory framework for banking systems

Knowledge of records management best practices

Familiarity with ECM/RIM technologies

AIIM.org training and certification

When applying information governance in the current structure without a centralized team it is important to separate and define

Ownership of technology (IT)

Ownership of information

These two teams must work together to ensure to ensure that the technology is configured to support the handling of information and that information is tagged and stored so that it complies with technology requirements for efficient storage and search.


Description

Types of policies and procedures to develop

Policies and procedures must be developed to support the information governance strategy. These documented rules will provide staff with guidelines to help meet organizational objectives.

The following are some examples of the types of policies and procedures that should be developed to support governance of information at Adanac.



Records retention

Adanac has existing policies for records retention. As you move to electronic documents and storage, it will be important to educate staff and eventually automate the process of tagging content with retention dates so that it is automatically archived.

Intranet publishing

Regardless of the technology that is selected for the intranet, it will be important to designate content owners for each site and library. Procedures need to be developed explain the process of submitting content to the intranet. Policies also need to be developed to ensure that outdated information is deleted or archived so that legacy content does not clutter search results.

Content classification and handling

Adanac must develop and maintain rules regarding the classification of content. Without these policies, content will grow and become unmanageable. If there is a request for a new type of team site or document library or list, the request must be evaluated by the knowledge management to

ensure that a similar site, library or list does not exist elsewhere

a content owner is identified

all required metadata is in place

the proper permissions are applied, and

the change does not impact workflow or any other processes.

Document approval

A workflow should be developed for information that impacts the business and requires sign-off. The workflow should be documented and validated. This effort can be used immediately manually and can be automated once the technology is in place.

Measuring information governance

Description

Measurements

As with any corporate initiative it is important to demonstrate the return on investment of the initiative. Information governance is no different. Executives and staff must understand the purpose and benefits of information governance for it to be successful.

The following are a few examples of how information governance can be measured

Content inventory

The content inventory will demonstrate the quantity of content that currently exists in the organization. Throughout the inventory duplicate or old files can be deleted, records can be archived. This should be completed on an annual basis to ensure that information is being classified properly or if new categories are required. The result will be less content to manage and to bury search results.



Employee engagement surveys

Throughout information governance and ECM implementation employees will be impacted. Gathering feedback and measuring satisfaction level of employees will be key in terms of questions such as

Do you have the information you need to complete your job?

Are you able to find information when you need it?

Is the information accurate?

Audit results

Developing the manual processes that will tie in to a future automated process for an ECM solution will have a positive result on audit results. Automating the process and creating dependencies will eliminate workarounds and allow reports to be run to validate that information is compliant with regulations.

Maturity models

Description

Maturity model overview

Maturity models included in the Adanac content assessment

The intent of this report is to provide Adanac content in terms of maintainability, utility and usability based on the maturity models. A collection of industry maturity models were chosen that would best position this report’s high-level observations into context against a set of objective industry benchmarks.

The maturity model is a set of structured levels that describe how well the behaviors, practices, and processes of an organization can reliably and sustainably produce required outcomes. A maturity model provides

an objective framework for self-assessment—a place to start

the benefit of a community’s prior experiences

a common language and a shared vision

a framework for prioritizing actions, and

a way to define what improvement means for your organization.

The following maturity models were used to assess the Adanac content

Gartner Maturity Model for Enterprise Content Management (ECM)

ECM Maturity Model, and

Information Governance Maturity Model



Maintainability

Maturity level characteristics

The three maturity models measuring the maintainability of content were examined to help assess the Adanac processes include

1. Gartner Maturity Model for Enterprise Content Management measures Enterprise Content Management (ECM) capabilities across five dimensions based upon actual data as researched by Gartner Research

2. ECM Maturity Model measures ECM capabilities across 13 dimensions as defined by the ECM3 open-source project

3. Information Governance Maturity Model measures Records and Information Management (RIM) capabilities across eight dimensions focusing on Generally Accepted Recordkeeping Practices (GARP) produced by the Association of Records Managers and Administrators (ARMA)

Maturity models are evaluated against a five-point scale (1 to 5) where “1” represents the least developed state and “5” represents the most developed state where processes are systematically managed by a combination of process optimization and continuous process improvement.

The consolidated view of the three maturity models describes the five levels of maturity for content management:

1. Initial: The organization does not formally manage content but is developing an awareness of issues related to managing documents and email. The organization has no recognizable content management strategy and no business sponsorship or budget to address the issues. Distributed shared and local drives serve as document stores resulting in redundant data, inability to find content, and high levels of rework and user frustration. Recordkeeping concerns are either not addressed or addressed in an ad hoc fashion resulting in costly and potentially embarrassing failure to meet regulatory or legal scrutiny.

2. Developing: Increased awareness of content management issues has spurred groups within the organization to action. Technologies and potentially competing or redundant products are introduced into various groups to react to immediate tactical needs. There continues to be a lack of higher-level sponsorship, preventing groups from coordinating their requirements and developing shared services that benefit all of the participating groups. The organization’s recordkeeping practices continue to be vulnerable to regulatory scrutiny while they remain ill- defined or largely ad hoc in nature.

3. Defined: The organization has inventoried its critical business content and developed policies and processes to provide some direction on acceptable content management practices. A cross- functional steering committee has been formed to gather requirements and assess the organization’s priorities. Some groups continue to lag behind others in terms of adoption. The organization’s recordkeeping practices may still be missing significant opportunities for streamlining business and controlling costs but is meeting all of its regulatory and legal obligations.



4. Managed: The organization has adopted a formal ECM program with board-level sponsorship and an annual budget under an enterprise-wide ECM strategy. All groups are onboard with the program albeit with some legacy systems that still require a migration to common enterprise systems. The full lifecycle of content is managed with a formal retention schedule and secure management and disposition of documents and email. In addition to knowing what to manage, the organization has learned what content not to manage and can readily identify and separate the two. Key performance indicators are identified and metrics start to be captured.

5. Optimizing: The organization’s ECM program is fully mature and is seamlessly integrated into the overall corporate infrastructure and business processes. The organization is well equipped to handle new requirements and transition new business units into the ECM program. The organization can procure and incorporate new content technologies as needed and plug into a flexible architecture to serve the business. The lines between unstructured and structured information begin to blur as the organization learns how to bring together its databases, content repositories, and email management systems. Continuing innovation leads to the emergence of a comprehensive knowledge management capability. ECM performance metrics are captured and routinely evaluated to identify areas for improvement.

Gartner observed that a large number of organizations, especially those in the midmarket and government sectors, were in the initial incipient stages of evaluating ECM in 2007. They further predicted that nearly two-thirds of the organizations they studied will have defined their ECM needs and be working towards a more formal enterprise adoption over the next two years.

Organization Timeline

Nonexistent 0 Initial 1 Developing 2 Defined 3 Managed 4 Optimizing 5

End of 2007 <2% 20% 30% 35% 10% <3%

End of 2012 1% 10% 24% 40% 20% <5%



Key Process Areas

Description of key process areas

Each of the three maturity models can be broken down across five Key Process Areas (KPAs) that constitute the full breadth of the combined 26 dimensions:

1. Sponsorship

2. Governance

3. Security

4. Systems

5. Content

While the Key Process Areas are interdependent, each is typically managed by a different part of the organization and can be assessed and developed in parallel. Focus should start with both the top level (Sponsorship KPA) and grassroots level (Content KPA) and work towards the centre of the grid. Maturity model benchmarks help to measure current and desired states and track progress towards your organization’s goals. They help to identify laggard areas that hold back progress and provide guidance to help get your strategy back on track. Each of the referenced benchmark has a five-point rating scale to measure the extent of process maturity in each KPA. Use these to regularly self- assess your organization’s progress.



Sponsorship

Governance

Security

Sponsorship is the topmost unifying KPA that sets direction and gives authority to the ECM strategy. Without it, efforts across the organization will be disjointed and inadequately funded. Sponsorship should start at the heads of each business unit and work its way upwards drawing clear lines of responsibility through to the board level. The ECM strategy and business priorities are owned by the Sponsorship KPA. Selected benchmarks include:

Information governance strategies are linked to the organization’s priorities and operations to enable the achievement of business goals.

The business and IT are aligned towards collaboration, understanding, and synchronization of information governance priorities.

Executive level sponsorship of information governance with program management, training, and support is in place within the organization.

The organization is aware of information governance issues and best practices.

Lines of responsibility clearly defined for information governance within the organization.

The Governance KPA is a centralized role within the organization responsible for the policy and process infrastructure that governs the ECM program. It can involve both Operations and Legal to ensure full compliance and readiness. Lack of governance is one of the leading causes of failure for ECM technology deployments such as SharePoint and LiveLink. Selected benchmarks include:

Formal policies, processes, and people are defined to manage content throughout its.

The organization’s information governance processes and activities are clearly documented and accessible to personnel and other relevant parties.

The organization’s information governance program is aligned with applicable legislation, standards, and internal policies.

The organization’s process flows governing content management are defined and implemented.

A formal content lifecycle is defined and managed including approvals, retention, and disposition.

The Security KPA manages the standards and requirements for security classification, access, and infrastructure. Operations, IT Security, and Legal play integral functions within the Security KPA. Selected benchmarks include:

Records and information are protected that are private, confidential, privileged, secret or essential to business continuity.

IT systems and operations are secured to ensure the protection of records and information.



Systems

Content

The Systems KPA manages the IT requirements, systems development, deployment, and support. ECM systems roadmap is managed as an integral part of the overall system architecture in conjunction with the business. Selected benchmarks include:

Software platforms, applications, and infrastructure are in place to enable the management of content and business processes

The IT group is completely familiar with ECM technology.

System usability has been taken into account.

ECM systems have been deployed across the enterprise.

Records are managed in a manner that ensures the timely, efficient, and accurate retrieval of information.

All business records and information are searchable across the organization.

The Content KPA is the largest and most complex of the five. It is managed by the business units to ensure the orderly management and classification of content. Preceding KPAs are reliant upon the success of organizing content to progress along the maturity model. The following section Best Practices for Managing Content describes a selection of specific process area actions needed to help develop process maturity. Selected benchmarks include:

The organization has analyzed and catalogued its content and metadata.

Content reuse strategies are developed that allow for systematic reuse and repurposing of content across the organization.

A reasonable and suitable guarantee exists of authenticity and reliability of records and information under management.

Records and information are maintained for an appropriate time, taking into account legal, regulatory, fiscal, operational, and historical requirements.

Records are securely and appropriately disposed of that are no longer required to be maintained by applicable legislation and internal policies.



Current Adanac ECM maturity

The following is a ranking of Adanac's current ECM maturity.

Key process area

Adanac ranking

Comments

Sponsorship 2 Adanac has taken the first steps to improve policy and procedure. The next step is to ensure that the information in the organization is audited, cleansed and organized. Sponsorship includes the development of an information governance strategy with roles and responsibilities.

Governance 1 Information governance has been discussed and there are departments accountable for various parts of the organization. A formal governance structure must be established where initiatives are discussed and consensus is reached.

Security 2 Adanac applies credentials to access files, but it is difficult to monitor what content is available to all users. Adanac must develop a content management system that is controlled with permissions. Policies must also be developed regarding the storage and access of customer information.

Systems 1 Adanac is in the process of implementing a new banking system which will help create standardized information. Additional work is required to modernize and standardize content creation, storage and handling of information across the organization. A formal content management system and a new intranet will be implemented in the near future, this will increase the ranking if proper policies, design, workflow and permissions are applied.

Content 2 The policy and procedure rewrite is the beginning of controlling content. Additional work is required to inventory and classify the content that the organization requires.



Technology support for information governance

Description

Information governance enforced with technology

Information governance begins with a strategy developed by people. Once the strategy and process is developed, technology can be used to help apply governance rules and to help audit policy rules.

The following are some of the information governance practices that can leverage technology to enforce policies.

Records management

Electronic records are much quicker to access and retrieve than paper records. Retention time on records can be automated to archive records at a predetermined date.

Versioning

Versioning in a content management system will allow users to view previous versions of a document to see when and who made a change. Content is archived but accessible to restore if required. Having only one version of a file versus multiple draft files eliminates confusion.

Workflow

A predetermined workflow can be configured in a content management system to ensure that information is reviewed and approved by people with the proper knowledge and authority before it is published and disseminated.

Security

Defining security permissions on documents, folders, libraries or team sites will ensure that sensitive information is not accessed or distributed by unauthorized users.



Description

Types of policies and procedures to develop

Policies and procedures must be developed to support the information governance strategy. These documented rules will provide staff with guidelines to help meet organizational objectives.

The following are some examples of the types of policies and procedures that should be developed to support governance of information at Adanac.

Records retention

Adanac has existing policies for records retention. As you move to electronic documents and storage, it will be important to educate staff and eventually automate the process of tagging content with retention dates so that it is automatically archived.

Intranet publishing

Regardless of the technology that is selected for the intranet, it will be important to designate content owners for each site and library. Procedures need to be developed explain the process of submitting content to the intranet. Policies also need to be developed to ensure that outdated information is deleted or archived so that legacy content does not clutter search results.

Content classification and handling

Adanac must develop and maintain rules regarding the classification of content. Without these policies, content will grow and become unmanageable. If there is a request for a new type of team site or document library or list, the request must be evaluated by the knowledge management to

ensure that a similar site, library or list does not exist elsewhere

a content owner is identified

all required metadata is in place

the proper permissions are applied, and

the change does not impact workflow or any other processes.

Document approval

A workflow should be developed for information that impacts the business and requires sign-off. The workflow should be documented and validated. This effort can be used immediately manually and can be automated once the technology is in place.



ECM business requirements

Description

Regulatory requirements

One of the main reasons organizations implement an ECM solution is to ensure that corporate information is compliant with regulatory requirements.

Adanac must ensure that corporate information is handled according to regulations such as

privacy requirements (PEPIDA), and

audit requirements (FINTRAC).

Privacy requirements

Description

PIPEDA

Definition of personal information

A core business requirement for Adanac ECM is to ensure that content standards and content management meet PIPEDA requirements.

The Personal Information Protection and Electronic Documents Act (PIPEDA) sets out the ground rules for how private-sector organizations collect, use or disclose personal information in the course of commercial activities across Canada. It also applies to personal information of employees of federally-regulated works, undertakings, or businesses (organizations that are federally-regulated, such as banks, airlines, and telecommunications companies).

Adanac needs a content management system, along with policies and procedures, to protect the following customer information

name, age

income, spending habits, marital status, education, race, religion

home address and telephone number

opinions, evaluations, comments, social status, or disciplinary actions, and

employee files, credit and loan records, existence of a dispute between a consumer and a merchant and intentions of future decisions, such as intending to buy goods, hire services or change jobs.



ECM solution and PEPIDA compliance

An ECM solution can be configured to mark or restrict files that contain personal information based on permissions. Retention time on records can also be configured to archive or delete content, limiting the amount of personal content Adanac must manage and be accountable for. The banking system configuration, as well as Adanac process, should be designed to support the 10 PIPEDA principles

1. Accountability

2. Identifying purposes

3. Consent

4. Limiting collection

5. Limiting use, disclosure, and retention

6. Accuracy

7. Safeguards

8. Openness

9. Individual access

10. Challenging compliance

Audit requirements

Description

FINTRAC requirements

Implementing and managing electronic records is a high priority for Adanac to comply and respond quickly to Financial Transactions and Reports Analysis Centre of Canada (FINTRAC) audits.

The following summary of the legislative requirements applies to Adanac

Reporting Suspicious Transactions Terrorist Property Large Cash Transactions Electronic Funds Transfers

Record Keeping. The proper implementation of an ECM solution can help Adanac comply with FINTRAC record keeping compliance. An ECM solution can create relationships between documents stored in multiple locations to create a complete case history.

Ascertaining Identity Use of personal information. An ECM solution can be configured to mark or restrict

files that contain personal information based on permissions. Business Relationship Politically Exposed Foreign Person Third Party Determination Compliance Regime



Record keeping Adanac must keep and be able to access the following records for audit, as stated on the FINTRAC website:

Large cash transaction records

Signature cards

Copies of official corporate records (binding provisions)

Account holder information

Account operating agreements

Deposit slips

Debit and credit memos

Account statements

Cleared cheques drawn on or deposited to an account

Client credit files

Foreign currency exchange transaction tickets

A copy of the trust deed and settlor's identification (trust companies)

Intended use of an account (except for credit card accounts)

Credit card account records

Copies of the suspicious transaction reports

Records for the sale of traveller's cheques, money orders or other similar negotiable instruments of $3,000 or more

Records for money orders redeemed for $3,000 or more

Records for certain funds transfers that you send at the request of a client and include information with certain transfers

Records on beneficial ownership, control and structure

Correspondent banking relationship records

Records of the purpose and intended nature your business relationships

Records on the measures you take to monitor your business relationships and the information you obtain as a result of your monitoring



Content management technology assessment

Description

ECM Vendors

The technology assessment summarizes the capabilities of potential ECM vendors. It also highlights the strengths and weaknesses of each vendor.

The vendors we selected were based on reports created by Gartner and Forrester Research. These two groups gathered information about ECM vendor capabilities and customer feedback. With the exception of Doxim ECM, these products appeared in both of the reports as recommended ECM products.

Hyland OnBase

OpenText

Alfresco

HP

Newgen Software

Microsoft SharePoint

Doxim ECM



Gartner Magic Quadrant

Description

Content evaluated in the Magic Quadrant

The Magic Quadrant for Enterprise Content Management report produced by Gartner in September 2014 is an independent evaluation of ECM products. We referenced this report while evaluating ECM vendors for Adanac. The complete report can be downloaded here

The complete report is available here http://www.project- consult.de/files/Gartner_ECM_MQ_2014.pdf

The Magic Quadrant evaluated 22 ECM vendors based on the following criteria and weighting system

Document management (20%)

Web content management (5%)

Records management (10%)

Image-processing applications (15%)

Social content (15%)

Content workflow (20%)

Extended components (15%)

Document management

Includes the following criteria

check-in and check-out

version control

security

compound document support

DRM

metadata drive views of documents

document management in a cloud environment, and

customization for users.

http://www.project-consult.de/files/Gartner_ECM_MQ_2014.pdf





Web content management


website management tools

content creation functions

templating

workflow management

change management

content deployment

provisioning content on intranet, extranet and internet applications

responsive design, and

adaptive device delivery.

Records management


long-term archiving

automation of retention and compliance policies, and

legal, regulatory and industry compliance.

Image processing applications

Two offerings are required

scanning hardware and software, optical and intelligent character recognitions technologies and form processing technology, and

the ability to store image of scanned documents in the repository as just another content type in a folder and to route them through an electronic process.

Social content


document sharing, and

team collaboration sites.

Content workflow


document review and approval, and

assigning tasks.



Extended components


mobile applications

digital asset management

search

analytics, and

packaged integrations such as portals, ERP and CRM.

Magic Quadrant results charted

Vendor selection

This figure illustrates where each of the ECM vendors placed based on the evaluation criteria.

Using the data included in the Gartner report, as well as product descriptions and case studies from the vendors, we focused our attention on the vendors in the top right and bottom right of the quadrant. Links to reference material are listed at the end of this report.



Forrester Wave TM Enterprise Content Management

Description

Background

Foundational

The Forrester Wave TM Enterprise Content Management report was compiled by Forrester in 2013. This is an independent evaluation of ECM products. We referenced this report while evaluating ECM vendors for Adanac.

The complete report is available here http://mimage.opentext.com/alt_content/binary/pdf/The-Forrester-Wave2013.pdf

The Forrester Wave TM report evaluated 13 ECM providers and was published in September 2013.

Evaluation criteria

Foundational

Business content drives the day-to-day workplace experience

Transactional content drives back-office processes

Strategy

Systems integrators

Licensing

Revenue

Training

Market presence

Sales, service, R&D

Foundational content technologies deliver a core set of required services such as

Check-in/checkout

Permissions

Archiving

Basic workflow

Support for records and retention management

Taxonomy

Search

eDiscovery

Customer communication management

http://mimage.opentext.com/alt_content/binary/pdf/The-Forrester-Wave2013.pdf



Business Content

Transactional

Business content originates within the enterprise and helps workers complete day-to- day tasks and share ideas.

Business content includes familiar formats such as

Office documents

Presentations

Spreadsheets

Multimedia

This type of content captures and informs a wide range of business activities and may be formal (structured templates or forms) or informal (created ad hoc).

Transactional content is generated outside of the enterprise from third parties such as customers and partners and relies on complex workflows or business process management (BPM) to drive processes.

Formats include

scanned faxes

print streams generated from back-office applications

electronic records

Technologies supporting transactional content include

multichannel capture

enterprise report management (ERM), and

e-forms.



Forrester Wave TM

Enterprise Content Management

Description

Immediate requirements

This figure illustrates the ranking of ECM vendors in the Forrester assessment.

Technology requirements

Adanac has identified immediate and future information management requirements. As the ECM project advances we expect additional requirements will be identified and added to the future requirements.

Intranet

Document management

Records management

Security

Intranet

The current Adanac intranet will no longer be supported in the fall of 2015. Adanac needs an environment to store content and communicate messages to staff. The intranet should be hosted; however, we recommend that an information governance structure is established and users from each group are identified to post and archive content. We also recommend that the Adanac IT department receive training in order to support and govern the implementation so there is no reliance on a vendor to make changes or enhancements.



Document management

The first step in establishing an enterprise content management strategy is to analyze legacy to retire content that is redundant or no longer relevant. Migrating content to a new document management system and organizing the content in libraries with metadata is key to preparing for an ECM environment. The development of an organized document management system will help prepare Adanac to access current and future content more efficiently.

Records management

Records management is key to the work that Adanac does. We propose Adanac start to develop a documented manual process for storing and archiving electronic records. The manual process will be rolled into an automated ECM archival and retention process when Adanac is ready. Starting the work now will reduce the time to configure an automated ECM solution.

Security

Adanac must enforce security to ensure customer information is kept private. A content management system can be configured to create secure locations with restricted access. This will help ensure that Adanac meets all privacy requirements when audited.

Future requirements Document scanning

eSignature

Self-serve

Mobile

Document scanning

Currently Adanac manages a large quantity of paper records. For ease of access to information and to serve customers more efficiently Adanac plans on moving to a "paperless" environment in the near future. This move to an electronic format will also expedite audits, rather than having to sort through paper that can be misfiled.

eSignature

As part of the move to migrate from paper to digital files, Adanac is interested in adopting the practice of capturing electronic signatures as part of their business. More research is required to ensure what requirements need to be met to ensure the legal validity of an electronic signature for banking documents.

Self-serve

Adanac is planning on incorporating a self-serve option on the website for customers. This ties in to the ECM strategy with governing of supporting material and forms as well as the processes that are required both internally and externally (entered by staff or customers). Procedures must be clear, accurate and concise for both staff and customers to follow.



Mobile

Future plans for Adanac also include being able to serve customers in the field. Desired features would include accessing up-to-date customer banking information and processing content such as loan applications on a tablet. An ECM solution is capable of synching data between the cloud and the banking system.

Technology options

Description

Considerations

There are a large number of ECM vendors. For the purposes of this report we looked at seven providers that were included in both the Gartner and Forrester reports.

What we looked at

Support for all immediate and future business requirements

Cost to purchase and configure

Ongoing support costs

Maintainability

Ease of use

Scalability

Integration

Hosted solution (Canada)

Success of similar implementations (size and complexity)

Hyland OnBase

Description

Strengths and weaknesses

Hyland, headquartered in Westlake, Ohio, markets its ECM platform, OnBase, to midmarket and enterprise customers looking for transactional content management and vertical-market applications. Hyland has achieved steady growth in the ECM market, both organically and via targeted acquisitions. It has a strong focus on industries, with organizations in the healthcare, higher education, government and insurance sectors accounting for much of its revenue.

The following strengths and cautions are excerpts from the Gartner Magic Quadrant report

Strengths

Hyland's long-standing focus on content-enabled applications (for invoice automation, transcript processing, patient records and admissions, for example) has appealed to customers looking for purpose-built solutions that can also be easily modified and upgraded. Hyland is extending many of those solutions' capabilities to



mobile devices. Mobile solutions include the OnBase Insurance Field Adjuster App for Microsoft Windows 8 tablets and a medical record app for the Apple iPad.

Hyland was one of the first ECM providers to embrace the cloud. It has offered OnBase Cloud, a cloud-hosted version of OnBase, for at least a decade using both perpetual-license and SaaS payment models. The cloud solution operates from six global data centers and supports customers in 25 countries. Current OnBase users who wish to make new deployments, as well as prospective Hyland customers, should evaluate OnBase Cloud.

OnBase's ease of deployment and extensibility have been key factors behind Hyland's leadership position. Hyland has consistently received strong feedback for its customer support. Judging from its reference customers and other Hyland clients with whom Gartner has spoken, these strengths translate into very satisfied customers.

Weaknesses

Hyland has been slowly growing its international footprint, but still derives roughly 85% of its revenue from the U.S., with much of the rest coming from Latin America and Asia/Pacific. Recently, Hyland has been pursuing international expansion more aggressively. Unicode support is a top development priority for OnBase 14. Buyers looking for a vendor with a well-established global presence may want to investigate other options.

In a market where compliance is a strong driver, Hyland no longer has a records management offering certified as compliant with the DoD 5015.2 standard. It does have both electronic and physical records management capabilities, but enterprises that require the DoD certification must look to alternative suppliers.

Although OnBase can index and store a wide variety of file formats, it is not currently equipped to meet sophisticated digital asset management and enterprise video content management requirements. In the past, it has focused on mainframe- generated reports and static images, as well as PDF and Office files. It must now decide whether to build, buy or partner to deliver this functionality for industries where the need to manage rich media is growing.

Summary Hyland has a very good track record and seems to meet all of Adanac's needs. The Cautions highlighted by Forrester do not impact the functionality required at Adanac. We would recommend that Adanac request a demo and ensure that Hyland has the ability to host content in Canada.



OpenText

Description


Summary

OpenText, headquartered in Waterloo, Ontario, Canada, is the second-largest ECM vendor, based on worldwide market share. OpenText's acquisition-centric growth strategy has added companies and technologies to expand its market position.

The following strengths and weaknesses are excerpts from the Gartner Magic Quadrant report

Strengths

OpenText's relationship with SAP provides a firm foundation for expansion and has enabled it to command a strong position in markets where SAP is strong. The company's integration with SAP is often identified by clients as very strong.

OpenText now has a comprehensive ECM portfolio, including Tempo, a file sync and share offering, and cloud offerings that attract good ratings from clients for their functionality and usability.

OpenText has continued to add to its portfolio of composite content applications, drawing on the process capabilities of its Metastorm, Global 360 and Cordys BPM products, in addition to applications based on its traditional ECM platform.

Weaknesses

Although OpenText has a very broad product portfolio, some of it has been accumulated through acquisitions, which has resulted in a complicated architecture with somewhat redundant components. OpenText needs to be more responsive to concerns about its product road map and the longevity of its technology.

Some clients have expressed concerns that OpenText's product prices are too high and too difficult to calculate.

Some Gartner clients continue to complain about the weakness of OpenText's post- sales support.

While OpenText is a well-known Canadian company, we do not think that Adanac should pursue a demo of their ECM product. This is based on the Cautions highlighted by Forrester. The primary reasons are the cost and potential complicated architecture. We would recommend a vendor that specializes in ECM that can provide Adanac with a tested solution as well as provide the necessary technical support.



Alfresco

Description


Summary

Alfresco based in Maidenhead, U.K., is evolving from its open-source background. It delivers ECM software both on-premises and in the cloud. Over the past year, it has gained more licensed users, with enterprise deployments implemented by a growing roster of partners. Alfresco embraces open standards such as Content Management Interoperability Services (CMIS), which has enabled it to integrate with third-party products from vendors like IBM (Lotus Notes), Google (Google Docs), Jive and Kofax. It uses open APIs to offer off-the-shelf integrations with SAP and salesforce.com offerings in the ERP/CRM sector. Alfresco's core ECM platform is Alfresco One.


Strengths

Alfresco has demonstrated good knowledge of the ECM market's needs, and has evolved its strategy to focus on the UI and mobile needs with its Workdesk component. It has also extended its solution portfolio.

Alfresco One's ability to synchronize content, metadata and workflows between its cloud environment and on-premises deployments enables it to meet enterprises' increasing demands for hybrid ECM deployments.

Alfresco has grown its mind share in the ECM market over the past two years, and is attracting new clients in a variety of countries and industries.

Weaknesses

Alfresco has changed aspects of its pricing model, which has caused some issues with existing customers. In the past, Alfresco had more of an unlimited-user approach to support.

The quality of firms delivering Alfresco implementation services varies considerably, as the open-source nature of the basic offering enables anyone to deliver implementation services. Enterprises that are considering Alfresco One, the Enterprise platform, should work with Alfresco to find a trained partner with strong references.

Compared with the leading ECM vendors, Alfresco is a relatively small organization backed by venture funding. Enterprises should work with it to understand its product road map, which is evolving rapidly.

Because Alfresco is an open source product, we would caution Adanac from selecting this product as an ECM provider. This product would be highly configurable; however, this configuration would require a large amount of professional services by someone who is experienced with both Alfresco configuration and ECM requirements. While the initial cost to procure may be attractive, the ongoing configuration and maintenance may exceed Adanac's budget.



Hewlett Packard

Description


Summary

Three years after Autonomy's acquisition by HP of Palo Alto, California, the two entities' synergies in the ECM market are becoming evident. HP's ECM suite includes tools for capture, process automation, governance, records management and WCM, and solutions for customer communications. HP has won mind share in the ECM market during the past year, and is appearing on more client shortlists. It has demonstrated commitment to marketing and selling ECM products, while building stronger social and cloud strategies.


Strengths

HP has capitalized on its scale and global sales force. Its customer feedback has improved noticeably — HP is now resonating with buyers. Its ability to execute has clearly improved since the last Magic Quadrant.

HP has a broad set of capabilities in its ECM portfolio — capture, document management, process, digital asset management and WCM — without much redundancy. These capabilities are underpinned by an advanced set of search and analytics capabilities, through the Intelligent Data Operating Layer (IDOL) platform. HP excels at archiving, governance and risk management.

HP has deep expertise in the legal sector with its HP Legal Content Management solution (based on HP WorkSite). It is starting to build solutions that use the full portfolio of Autonomy assets (for example, customer communications management, digital asset management and process management).

Weaknesses

HP needs to continue to improve its products' usability and deepen the training of sales and marketing staff in order to really understand what users are trying to achieve with its solutions. It must listen to its customers more carefully. Prospective customers should evaluate whether the usability of the proposed solution is adequate for their needs.

Prospective customers outside HP's core areas of legal services, professional services, financial services and the public sector who are looking for vertical-market applications should carefully evaluate HP's industry depth and solutions.

HP focuses on the more fundamental ECM needs of clients — compliance, risk management and records management — but must continue to develop more capabilities for productivity-oriented and process-centric use cases.

We believe the HP ECM solution would meet all of Adanac's needs. We would recommend pursuing a demo of this product to benchmark the functionality with other products. Keep in mind the cost of the product as well as the availability of professional services to implement and configure the solution.



Newgen Software

Description


Newgen Software is headquartered in New Delhi, India, and has regional head offices in Washington DC, the United Arab Emirates and Singapore. The rebranded Newgen ECM Suite has four components: OmniDocs, OmniScan, OmniFlow and the Enterprise Mobility Platform. Newgen uses the cloud (Amazon and HP Cloud Maps) to deliver industry solutions for, among other things, claims processing, finance and accounting processes, and the U.S. Foreign Account Tax Compliance Act (FATCA). It also offers some solutions as shrink-wrapped options for SMBs.


Strengths

Newgen's significant investments and expansion in North America have made modest progress over the past year. For a moderately sized ECM company, Newgen has strong financials and demonstrates good growth.

Newgen has shown good vision by embracing mobility requirements with its Enterprise Mobility Platform in an end-to-end solution that addresses new use cases, such as microfinancing and citizen-centric services.

Newgen customers have given Gartner positive feedback about this vendor's ability to scale for large transactional scenarios. Newgen also has a good track record of responsiveness to clients' needs.

Weaknesses

Newgen lacks sufficient market awareness in North America. It must increase its marketing and build a well-trained partner ecosystem to gain a stronger presence.

Prospective customers should understand that there may be a significant requirement for trained professional services as Newgen's heritage has focused on solving transactional ECM needs that often require tuning and optimization for important business processes. Prospective customers should speak directly to Newgen to ascertain the level of partner training and certification, or to discuss the use of Newgen's own service team to ensure a high level of platform knowledge. Partner certification is an area that Newgen must continue to enhance.

Newgen must continue to work at updating and enhancing its platform in a transparent fashion. Organizations should ask Newgen for a clear road map of product enhancements and visibility into the product upgrade and release cycle. Newgen must develop a stronger provide greater transparency around its release cycle cadence, to enable its partners and clients to plan more effectively.



Summary Because Newgen is based in India, we believe that this may be a competitively priced solution worth investigating. They do have a presence in Canada, and if they can leverage an existing implementation this may be advantageous for Adanac. We believe that it would be worth pursuing a demo to compare usability, functionality, and pricing with other solutions.

Microsoft SharePoint

Description


Microsoft, headquartered in Redmond, Washington, has delivered a foundational set of content management capabilities in SharePoint for over a decade. SharePoint has strong integration with Microsoft Office, Exchange and Windows, and as a result has been used by about two-thirds of Gartner's clients, in a wide range of geographies and industries. SharePoint is in transition, though, as Microsoft is strategically focused on cloud deployments using SharePoint Online in Office 365, which is relatively unproven.


Strengths

Microsoft has a very large installed base of on-premises SharePoint deployments, which has given many users a degree of familiarity with the platform.

Microsoft's on-premises ECM capabilities are often used by enterprises with a strategic vision for SharePoint, which is frequently seen as strategic infrastructure for enterprise rollouts.

Microsoft's reach in providing support and service around the world is one of the broadest of any vendor in this market. Microsoft has an extensive partner ecosystem for on-premises deployments and extensions.

Weaknesses

The ECM capabilities of SharePoint Online are similar, but not identical, to those of SharePoint Server, and less proven than Microsoft's traditional on-premises version. Prospective customers should consider how much e-forms, workflow, integration, and application functionality they need in their ECM system.

Microsoft's third-party ecosystem of partners is not as technically capable of integrating and extending the online version of SharePoint, due to changes in the app model (the Client Server Object Model). This results in a less functional version of SharePoint for ECM in the cloud than on premises, at present.

Gartner clients who use SharePoint reported lower satisfaction levels with it this year than in the past. One key problem area they identified was migration. Even with on-premises upgrades of SharePoint, migration, particularly when customizations have been made, has proved very challenging and complex for many IT shops.



Summary

SharePoint foundation

SharePoint is a well-known content management system with many certified developers. We would not recommend SharePoint as an ECM for Adanac as it will require too much configuration that other vendors offer out of the box. We do however recommend SharePoint as a content management solution for Adanac. Regardless of the ECM provider selected, they all integrate with SharePoint. The basis of any ECM project is where and how the content is stored in order to retrieve it.

This figure is from a Hyland OnBase webinar where they discuss integration with SharePoint. https://www.onbase.com/en/about/media-room/webinars/sharepoint- ecm?mkt_tok=2xUAKZjCcFBLsElW%2B%2B6cIaD%2BljrOeZemr7lzHbnl3cJUsyIUGIalUg% 3D%3D#.VWTFFUb8euk

The dark blue blocks at the bottom of the diagram are all functionality that is native to SharePoint. The additional blocks can be configured in SharePoint but are ECM functionality that would be easier to implement with an ECM vendor. All of the ECM vendors we spoke with indicated they integrate with SharePoint. We recommend Adanac start with SharePoint as their content management system and possibly intranet. Selecting an ECM "vendor-neutral" platform will allow more time to investigate the preferred ECM vendor.

https://www.onbase.com/en/about/media-room/webinars/sharepoint-ecm?mkt_tok=2xUAKZjCcFBLsElW%2B%2B6cIaD%2BljrOeZemr7lzHbnl3cJUsyIUGIalUg%3D%3D&.VWTFFUb8euk





Doxim ECM

Description


Summary

Doxim ECM was not evaluated in the Gartner or Forrester reports. We've included them as part of this report since Adanac has an existing business relationship with Doxim.

It is difficult to rank Doxim ECM as the same data and customer feedback was not available.

Doxim was not included as part of the Gartner or Forrester reports

Existing Adanac vendor

Implementing an ECM solution for Vanguard

Pricing is competitive but may be reassessed

Canadian presence

Because Doxim is an existing solution provider for Adanac, we would recommend pursuing a demo of the Doxim ECM solution. Adanac will also be able to gather information and feedback from the Vanguard implementation. While the cost may be attractive, we would question Doxim's experience as an ECM provider that is able to scale.

Interim technology solution recommendation

Description

Rewrite status as June 2015

While investigating a long term content management and ECM solution, Adanac has an immediate need to store rewritten policies and procedures for the banking system launch in June. In this section we present the pros and cons of updating the current intranet or implementing a SharePoint solution.

The following describes the anticipated state of the policy and procedure re-write project as of June 2015

all policies are rewritten

approximately 25% of procedures will be rewritten

anticipating approximately 35% of procedures will be re-written by September

policies are topic-based in Word format, and

procedures are document-based in Word format



Options

Considerations

We investigated the following options

updating the current intranet with the rewritten policies and procedures, or

procuring a hosted SharePoint solution for the rewritten policies and procedures.

The following should be considered when selecting an interim solution to store the rewritten policies and procedures

cost

best option for employees

effort to launch, and

long term impacts (rework).

Cost

Intranet

Using the existing intranet would be minimal cost. The cost would be configuring the intranet to support the new policies and procedures and populating the site. The policies and procedures will also need to be moved again when a permanent content management solution or intranet has been selected.

SharePoint

Celero offers a hosted SharePoint solution. The cost would be the licensing as well as the configuration of the library where the policies and procedures are stored.

Best option for employees

Adanac should consider how employees accessing the rewritten policies and procedures will be impacted based on where they are stored

employees are already going through a big change with the new banking system

possible confusion between new and old policies if they are stored on the same site, and

learning curve for employees must be low to be accepted and used.

Effort to launch

The following should be considered when selecting the best interim option for Adanac

IT team is fully engaged with the banking system launch

repository must be hosted

building the navigation for the intranet or SharePoint

Need input to configure the repository for intuitive classification

Topics need to be sequenced in a logical order for staff, and training on how to access content is required for either repository selected.



Pros and cons of adding content to the current intranet

Description

Pros

Cons

The current intranet will no longer be supported at the end of the summer. However, the possibility of storing temporary content there should be investigated.

The following are some of the advantages of storing rewritten policies and procedures on the current intranet

one content repository to access

minimal learning curve for staff

agreement is in place with Celero, and

minimal disruption for staff and IT department.

The following are some of the disadvantages of storing rewritten policies and procedures on the current intranet

time to build a new page or pages on an intranet that will no longer be supported in September

moving data twice

limited search capability, could retrieve old information,

launch of rewritten policies will be slightly diminished with a mix of old and new content to sift through, and

staff indicated that they have difficulty finding content on the current intranet.

Pros and cons of procuring a SharePoint solution

Description

Pros

SharePoint is being proposed as a solution as it would meet Adanac's content management requirements and could serve as the next intranet. As previously stated, SharePoint is also a common content management integration point for most ECM vendors.

The following are some of the advantages of storing rewritten policies and procedures on a SharePoint environment

SharePoint seems to be the correct long term solution to migrate content to, build an internet with and future integration with a long term solution

starting in a clean environment, less legacy content to sort through, and

content is more searchable.



Cons The following are some of the disadvantages of storing rewritten policies and procedures on a SharePoint environment

time to procure and configure, training staff

timing to implement coincides with banking system implementation

proper configuration to support current and future needs will require time and planning, and

new system for staff to learn.



ECM program roadmap

Description

Roadmap

Governance

The ECM program roadmap breaks up the tasks to implement an ECM in sequential order. These tasks can be completed in a timeframe that accommodates Adanac's budgetary and personnel availability.

This figure illustrates the sequence of tasks to implement an effective ECM solution.

Establishing a governance council is key to managing information. The governance council will set the objectives and strategies that will roll out to the entire organization.

Starts immediately

Assign content owners

Set objectives

Regular updates on progress



Content inventory

Intranet and document storage

Document scanning and eSignature

ECM reporting

The content inventory will allow Adanac to manage less information. This will increase findability of information and help in designing the new content management system.

Starts as soon as possible

identify content for deletion

identify content for archival

classify content that needs to be retained (develop metadata), and

develop policies for each type of documentation.

The Adanac intranet will no longer be supported in the fall of 2015. We would recommend completing a content inventory as soon as possible on the current intranet as well as the W drive to design a site that will effectively store documents for retrieval. This activity is not a simple migration of content.

Select intranet solution

procure

determine team needs

permissions, and

content owners and superusers. Select document storage solution

use metadata gathered from content inventory to develop site plan, and

develop polices for document retention and archival.

Document scanning and eSignature are part of the Adanac long term strategy with an estimated implementation of 18 months. It is important that Adanac has configured their content management system to receive these electronic files. ECM can be layered on top of the banking system and content management system to consolidate files for a complete view of transactions.

The new banking system will provide Adanac with out-of-the-box and custom reports. A content management system will provide reporting as well. The ECM reporting will integrate with these two sources of information along with multiple data sources to generate more accurate reporting.



Advanced ECM Advanced ECM reporting consists of the transactional functionality listed in the Forrester Wave report

scanned faxes

print streams generated from back-office applications

electronic records

Technologies supporting transactional content include

multichannel capture

enterprise report management (ERM), and

e-forms.



References

Sources The following sources were used to compile information for this report

Title Location

Content Management Interoperability Services

http://en.wikipedia.org/wiki/Content_Management_Intero perability_Services

Gartner Magic Quadrant

http://www.gartner.com/technology/research/methodolog ies/research_mq.jsp

Forrester Wave™: Enterprise Content Management, Q3 2013

http://mimage.opentext.com/alt_content/binary/pdf/The- Forrester-Wave2013.pdf

Content Collector for Microsoft SharePoint

http://www- 03.ibm.com/software/products/en/contcollsharepoint

SharePoint 2013 and IBM's Lame Response

http://www.cmswire.com/cms/social-business/sharepoint- 2013-and-ibms-lame-response-016654.php#null

OpenText Microsoft® SharePoint Services for Extended ECM for SAP Solutions

http://www.opentext.com/what-we- do/products/opentext-suite-for-microsoft/opentext- microsoft-sharepoint-services-for-extended-ecm-for-sap- solutions

OpenText Capture for Microsoft® SharePoint

http://www.opentext.com/what-we- do/products/opentext-suite-for-microsoft/opentext- capture-for-microsoft-sharepoint

Microsoft® and OpenText: Regulatory Portal in Financial Services

http://www.opentext.com/what-we- do/products/opentext-suite-for-microsoft/microsoft-and- opentext-regulatory-portal-in-financial-services

OpenText Application Governance & Archiving for Microsoft® SharePoint

http://www.opentext.com/what-we- do/products/opentext-suite-for-microsoft/opentext- application-governance-&-archiving-for-microsoft- sharepoint

Doxim ECM Administration Tutorial

https://www.youtube.com/watch?v=-HMt6KURgoA

Alfresco Connects ECMs To SharePoint

http://www.cmswire.com/cms/document- management/alfresco-connects-ecms-to-sharepoint- 026765.php

Pricing & Licensing Details

http://www.alfresco.com/products/compare/details

Alfresco One Modules http://www.alfresco.com/products/one/modules

http://en.wikipedia.org/wiki/Content_Management_Interoperability_Services



http://www.gartner.com/technology/research/methodologies/research_mq.jsp



http://mimage.opentext.com/alt_content/binary/pdf/The-

http://mimage.opentext.com/alt_content/binary/pdf/The-

http://www-03.ibm.com/software/products/en/contcollsharepoint



http://www.cmswire.com/cms/social-business/sharepoint-2013-and-ibms-lame-response-016654.php#null



http://www.opentext.com/what-we-do/products/opentext-suite-for-microsoft/opentext-microsoft-sharepoint-services-for-extended-ecm-for-sap-solutions







http://www.opentext.com/what-we-do/products/opentext-suite-for-microsoft/opentext-capture-for-microsoft-sharepoint





http://www.opentext.com/what-we-do/products/opentext-suite-for-microsoft/microsoft-and-opentext-regulatory-portal-in-financial-services





http://www.opentext.com/what-we-do/products/opentext-suite-for-microsoft/opentext-application-governance-%26-archiving-for-microsoft-sharepoint







https://www.youtube.com/watch?v=-HMt6KURgoA

http://www.cmswire.com/cms/document-management/alfresco-connects-ecms-to-sharepoint-026765.php





http://www.alfresco.com/products/compare/details

http://www.alfresco.com/products/one/modules



Title Location

Integrations http://www.alfresco.com/products/integrations

In-House ECM Development: More Trouble Than It's Worth

http://meshds.blogspot.ca/2009/08/in-house-ecm- development-more-trouble.html

Information Governance is Good Business

http://www.opentext.com/campaigns/info-gov-manage- and-protect

The Total Economic Impact Of Alfresco Enterprise Content Management Solution

https://www.alfresco.com/forrester-study

OnBase Cloud Content Management

https://www.onbase.com/en/product/the-onbase- cloud/cloud#.VWcwpEb8euk

Where SharePoint fits into your ECM strategy

https://www.onbase.com/en/about/media- room/webinars/sharepoint- ecm?mkt_tok=2xUAKZjCcFBLsElW%2B%2B6cIaD%2BljrOeZ emr7lzHbnl3cJUsyIUGIalUg%3D%3D#.VWTFFUb8euk

IBM ECM and Microsoft An Integrated Environment Update

http://www.arma-richmond-va.org/Presentations/11- 12Presentations/03162012-Studer-IBMECMMicrosoft.pdf

OpenText Content Suite Platform

http://www.opentext.com/what-we- do/products/enterprise-content-management/content- management/opentext-content-suite-platform

Content Collaboration and Processing in a Cloud and Mobile World

http://www.aiim.org/Research-and- Publications/Research/Industry-Watch/Collaboration-2014

The Cost of Managing Unstructured Data

http://www.bitpipe.com/detail/RES/1410990876_382.html

Creating Information Value: Getting Started With Your Information Governance Blueprint

http://www.autonomy.com/assets/global/pdf/Products/Par ticipate/ControlPoint/2014-11-06_Creating-Information- Value_FINAL.pdf

ECM Without Borders http://www.autonomy.com/offerings/enterprise-content- management/

Doxim Enterprise Content Manager (ECM)

http://www.doxim.com/document-management-resource- library/enterprise-content-manager/document-enterprise- content-manager-brochure/

http://www.alfresco.com/products/integrations

http://meshds.blogspot.ca/2009/08/in-house-ecm-development-more-trouble.htmll



http://www.opentext.com/campaigns/info-gov-manage-

http://www.opentext.com/campaigns/info-gov-manage-

http://www.alfresco.com/forrester-study

http://www.onbase.com/en/product/the-onbase-

http://www.onbase.com/en/product/the-onbase-

http://www.onbase.com/en/about/media-

http://www.onbase.com/en/about/media-

http://www.arma-richmond-va.org/Presentations/11-

http://www.arma-richmond-va.org/Presentations/11-

http://www.opentext.com/what-we-

http://www.opentext.com/what-we-

http://www.aiim.org/Research-and-Publications/Research/Industry-Watch/Collaboration-2014



http://www.bitpipe.com/detail/RES/1410990876_382.html

http://www.autonomy.com/assets/global/pdf/Products/Par

http://www.autonomy.com/assets/global/pdf/Products/Par

http://www.autonomy.com/offerings/enterprise-content-

http://www.autonomy.com/offerings/enterprise-content-

http://www.doxim.com/document-management-resource-

http://www.doxim.com/document-management-resource-



Title Location

Using SharePoint And Other Tools To Solve 4 Key Insurance Business Problems

http://www.informationweek.com/whitepaper/Software/P roductivity-Applications/growing-for-tomorrow-using- sharepoint-and-other-- wp1271698224147/115222?gset=yes&

Case Study – G&F Financial Group Goes Paperless

http://www.doxim.com/uncategorized/case-study-gf- financial-group-goes-paperless/

HP ControlPoint - Gain control over all enterprise content

http://www.autonomy.com/offerings/enterprise-content- management/

Move to SharePoint http://www8.hp.com/h20195/v2/getpdf.aspx/4AA4- 9213ENW.pdf?ver=1.0

http://www.informationweek.com/whitepaper/Software/P

http://www.informationweek.com/whitepaper/Software/P

http://www.doxim.com/uncategorized/case-study-gf-

http://www.doxim.com/uncategorized/case-study-gf-




http://www8.hp.com/h20195/v2/getpdf.aspx/4AA4-

http://www8.hp.com/h20195/v2/getpdf.aspx/4AA4-



SOLUTIONS FOR SCALABLE AND SUSTAINABLE ENTERPRISE CONTENT